Project Management Life Cycle

R
Topic 2:
Project Management Life Cycle
Topic 2 : Project Management Life Cycles
Process
Groups
Description
Initiating
These processes help you define a new piece of work – either a complete new project
or the phase you are about to begin.
Planning
These processes help you define objectives and scope out the work to be done. They
also encompass all the work around planning and scheduling tasks. Again, they can
cover a complete project or just the phase you are working on right now. Or you might
be closing one phase and planning the next in parallel.
Executing
You do these processes as you carry out your project tasks. This is the ‘delivery’ part
of project management, where the main activity happens and you create the products.
Monitoring &
Controlling
These processes let you track the work that is being done, review and report on it.
They also cover what happens when you find out the project isn’t following the agreed
plan, so change management falls into this Process Group. You’ll run these
processes alongside those in the Executing Group (mainly, but alongside the other
Groups too) so you monitor as you go
Closing
Finally, these processes let you finalize all the tasks in the other Groups when you get
to the point to close the project or phase.
Project Initiation
• The Project Management Body of Knowledge (PMBOK) identifies only two
processes within this phase.
 Develop Project Charter
o Develop Project Charter is the process of developing a document that formally
authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
 Identify Stakeholders
o Stakeholders come in many forms and have vastly different needs as it relates to
the project. It is a good idea to conduct a stakeholder analysis to determine all
of the stakeholders as part of the development of the project charter.
o Stakeholder register is a document that contains stakeholder information
gathered using the tools and techniques we saw earlier.
o The main content would be information such as stakeholder names,
designations, roles, location, contact information, their expectations, and levels
of knowledge, interest and influence over project.
Project Planning
 The planning phase is when the project plans are documented, the project
deliverables and requirements are defined, and the project schedule is created.
It Include the 3 phases below :-
 Collect Requirements : The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
 Define Scope : Scope refers to the detailed set of deliverables or features of a project.
PMBOK® defines Project Scope as the “The work that needs to be accomplished to
deliver a product, service, or result with the specified features and functions
 Develop Project Management Plan is an activity to cover the plan that includes how
the project will be implemented, examined, and controlled. Basically, a project
management plan needs to cover everything involved in a project to ensure that it will be
successful.
SUGGESTED CONTENTS OF THE PROJECT MANAGEMENT PLAN:
o Executive summary – high level of the key elements of the project
o Strategic/organisational alignment
o Project scope definition
o Feasibility assessment and contingency plans
o Constraints
o Project schedule and milestones
o Budget/cost estimate
o Risk Management
o Issue Management
o Change management
o Communication management
o Resources – Staffing, budget, and vendors.
Create WBS
 The WBS provides the project manager and team with the necessary framework of
tasks going forward to create detailed cost estimates and also to provide a major
input to project task scheduling at the most detailed and accurate level possible.
 The WBS is the decomposition of the work to be performed. The output is called the
Scope Baseline.
Scope Baseline :
o Scope Statement – description of project scope, major deliverables,
assumptions and constraints.
o WBS – hierarchical decomposition of the total scope of work
o WBS Dictionary – provides detail regarding the deliverables, activities, and
scheduling information of each component of the WBS.
Project
Title
Deliverable
1
Deliverable
2
Work
Package
Work
Package
Break down the
work into the
smallest level for
which cost, and time
can be assessed
and administered
 Define activities refer to the process of identifying as well as documenting actions
that need to be implemented and performed in order to produce the deliverables of the
project.
 Estimate Activity Resources is the process of estimating the type and quantities of
material, human resources, equipment, or supplies required to perform each activity
 Estimate Activity Durations is the process of estimating the number of work periods
needed to complete individual activities with estimated resources.
 Sequence Activities is the process of identifying and documenting relationships
among the project activities.
 Develop Schedule is the process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule model.
 Estimate cost is an activity that involve in creation of the cost of a program, project,
or operation.
 Determine Budget is the process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.
 Plan Quality : This process involves the determination of the quality standards that
govern the project deliverables and/or product and how the project will achieve
compliance to those standards.
 The develop human resource plan process describes how the project manager will
staff, manage, team build, assess and improve the project team, and therefore this
process is executed early within the project and is performed iteratively and
interactively with other aspects of planning such as time, cost and scope.
 Plan Communication: A project manager need to determine who receive the project
communication, how they will receive this communication, when they will receive and
how often they should expect to receive. This information is record in the project
management communication plan.
Project Management Life Cycle
 Risk identification : Listing potential project risks and their characteristics. The
results of risk identification are documented in a risk register, which includes a list of
identified risks along with their sources, potential risk responses, and risk
categories.
 Risk Analysis : Identify and manage potential problems that could undermine key
business initiatives or projects.
 Plan Risk Responses : Developing options and actions to enhance opportunities
and to reduce threats to project objectives.
 Plan Procurement : Procurement planning is the process of deciding what to buy,
when and from what source.
 Procurement management plan is a document that is used to manage the process
of finding and selecting a vendor.
 The ability to consolidate and document the fundamental components of a change
initiative: scope; schedule; resource requirements; budgets; risks; opportunities and
issues; and quality requirements.
Quiz 2
1. Name 5 phases of project management process groups
2. Why do Project manager require a WBS for the project?
Project Execution
 The Executing Process Group consists of those processes performed to complete
the work defined in the project management plan to satisfy the project specifications.
 Execution process involves coordinating people and resources, as well as integrating
and performing the activities of the project in accordance with the project plan.
 The actions performed during this process include:
Acquire Project Team
Direct and Manage Project Execution
Perform Quality Assurance
Manage Stakeholder Expectations
Develop Project Team
Conduct Procurement
Manage Project Team
Distribute Information
Perform Quality Gate
Project Monitoring and Controlling
 According to the PMBOK® Guide (the Project Management Body of
Knowledge), project control is a “project management function that involves
comparing actual performance with planned performance and taking appropriate
corrective action (or directing others to take this action) that will yield the desired
outcome in the project when significant differences exist.”
 The project monitoring and controlling phase includes the activities below :-
Project Monitoring and Controlling
 Project control is about comparing actual performance with planned performance
and taking appropriate corrective action that will yield the desired outcome in the
project when significant differences exist.
 Monitoring and controlling project work is the process of tracking, reviewing, and
regulating the progress in order to meet the performance objectives.
o Measuring the actual performance against the planned performance
o Assessing performance to determine whether or not any corrective or
preventive actions are indicated, the status is reported and/or appropriate
risk response plans are being executed.
o Maintaining an accurate, timely information base concerned with the project
output and its associated documentation till project completion
o Providing information to support status reporting, progress measurement
and forecasting
o Providing forecasts to update current cost and current schedule information
o Monitoring implementation of approved changes as they occur
Project Closure
 The activities of the closing phase serve the formal completion of a project and
they include such activities like the relief of the project manager, an analysis of
the project (lesson learned, supplier assessment), the organization of the
transition of project results into the live operation and if necessary, the resolution
of the technical project infrastructure
 Final phase of project lifecycle where all deliverables are finalized and formally
transferred, and all documentation is signed off, approved, and archived.
 It include closure of procurements process which involves administrative
activities such as finalizing open claims, updating records to reflect final results,
and archiving such information for future use
 The project closure process ensures that:
o All work has been completed according to the project plan and scope.
o All project management processes have been executed.
o You have received final sign-off and approval from all parties.
Quiz 3
1. What are the activities involved in project closure?
 PMI has divided the large field of project management into 10 more digestible parts,
which it calls the 10 project management knowledge areas in its A Guide to the
Project Management Body of Knowledge (PMBOK).
 Project management knowledge areas coincide with the process groups, which are
project initiation, project planning, project execution, monitoring and controlling, and
project closing which takes take place during any of these process groups.
 The knowledge areas are the core technical subject matter, which are necessary for
effective project management.
Project Management Life Cycle
Quiz 4
1. List all of the 10 knowledge areas
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Project Management Life Cycle

  • 2. Topic 2 : Project Management Life Cycles Process Groups Description Initiating These processes help you define a new piece of work – either a complete new project or the phase you are about to begin. Planning These processes help you define objectives and scope out the work to be done. They also encompass all the work around planning and scheduling tasks. Again, they can cover a complete project or just the phase you are working on right now. Or you might be closing one phase and planning the next in parallel. Executing You do these processes as you carry out your project tasks. This is the ‘delivery’ part of project management, where the main activity happens and you create the products. Monitoring & Controlling These processes let you track the work that is being done, review and report on it. They also cover what happens when you find out the project isn’t following the agreed plan, so change management falls into this Process Group. You’ll run these processes alongside those in the Executing Group (mainly, but alongside the other Groups too) so you monitor as you go Closing Finally, these processes let you finalize all the tasks in the other Groups when you get to the point to close the project or phase.
  • 3. Project Initiation • The Project Management Body of Knowledge (PMBOK) identifies only two processes within this phase.
  • 4.  Develop Project Charter o Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.  Identify Stakeholders o Stakeholders come in many forms and have vastly different needs as it relates to the project. It is a good idea to conduct a stakeholder analysis to determine all of the stakeholders as part of the development of the project charter. o Stakeholder register is a document that contains stakeholder information gathered using the tools and techniques we saw earlier. o The main content would be information such as stakeholder names, designations, roles, location, contact information, their expectations, and levels of knowledge, interest and influence over project.
  • 5. Project Planning  The planning phase is when the project plans are documented, the project deliverables and requirements are defined, and the project schedule is created. It Include the 3 phases below :-
  • 6.  Collect Requirements : The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.  Define Scope : Scope refers to the detailed set of deliverables or features of a project. PMBOK® defines Project Scope as the “The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions  Develop Project Management Plan is an activity to cover the plan that includes how the project will be implemented, examined, and controlled. Basically, a project management plan needs to cover everything involved in a project to ensure that it will be successful.
  • 7. SUGGESTED CONTENTS OF THE PROJECT MANAGEMENT PLAN: o Executive summary – high level of the key elements of the project o Strategic/organisational alignment o Project scope definition o Feasibility assessment and contingency plans o Constraints o Project schedule and milestones o Budget/cost estimate o Risk Management o Issue Management o Change management o Communication management o Resources – Staffing, budget, and vendors.
  • 8. Create WBS  The WBS provides the project manager and team with the necessary framework of tasks going forward to create detailed cost estimates and also to provide a major input to project task scheduling at the most detailed and accurate level possible.  The WBS is the decomposition of the work to be performed. The output is called the Scope Baseline. Scope Baseline : o Scope Statement – description of project scope, major deliverables, assumptions and constraints. o WBS – hierarchical decomposition of the total scope of work o WBS Dictionary – provides detail regarding the deliverables, activities, and scheduling information of each component of the WBS. Project Title Deliverable 1 Deliverable 2 Work Package Work Package Break down the work into the smallest level for which cost, and time can be assessed and administered
  • 9.  Define activities refer to the process of identifying as well as documenting actions that need to be implemented and performed in order to produce the deliverables of the project.  Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity  Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources.  Sequence Activities is the process of identifying and documenting relationships among the project activities.  Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
  • 10.  Estimate cost is an activity that involve in creation of the cost of a program, project, or operation.  Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.  Plan Quality : This process involves the determination of the quality standards that govern the project deliverables and/or product and how the project will achieve compliance to those standards.  The develop human resource plan process describes how the project manager will staff, manage, team build, assess and improve the project team, and therefore this process is executed early within the project and is performed iteratively and interactively with other aspects of planning such as time, cost and scope.  Plan Communication: A project manager need to determine who receive the project communication, how they will receive this communication, when they will receive and how often they should expect to receive. This information is record in the project management communication plan.
  • 12.  Risk identification : Listing potential project risks and their characteristics. The results of risk identification are documented in a risk register, which includes a list of identified risks along with their sources, potential risk responses, and risk categories.  Risk Analysis : Identify and manage potential problems that could undermine key business initiatives or projects.  Plan Risk Responses : Developing options and actions to enhance opportunities and to reduce threats to project objectives.  Plan Procurement : Procurement planning is the process of deciding what to buy, when and from what source.  Procurement management plan is a document that is used to manage the process of finding and selecting a vendor.  The ability to consolidate and document the fundamental components of a change initiative: scope; schedule; resource requirements; budgets; risks; opportunities and issues; and quality requirements.
  • 13. Quiz 2 1. Name 5 phases of project management process groups 2. Why do Project manager require a WBS for the project?
  • 14. Project Execution  The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.  Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project plan.  The actions performed during this process include: Acquire Project Team Direct and Manage Project Execution Perform Quality Assurance Manage Stakeholder Expectations Develop Project Team Conduct Procurement Manage Project Team Distribute Information Perform Quality Gate
  • 15. Project Monitoring and Controlling  According to the PMBOK® Guide (the Project Management Body of Knowledge), project control is a “project management function that involves comparing actual performance with planned performance and taking appropriate corrective action (or directing others to take this action) that will yield the desired outcome in the project when significant differences exist.”  The project monitoring and controlling phase includes the activities below :-
  • 16. Project Monitoring and Controlling  Project control is about comparing actual performance with planned performance and taking appropriate corrective action that will yield the desired outcome in the project when significant differences exist.  Monitoring and controlling project work is the process of tracking, reviewing, and regulating the progress in order to meet the performance objectives. o Measuring the actual performance against the planned performance o Assessing performance to determine whether or not any corrective or preventive actions are indicated, the status is reported and/or appropriate risk response plans are being executed. o Maintaining an accurate, timely information base concerned with the project output and its associated documentation till project completion o Providing information to support status reporting, progress measurement and forecasting o Providing forecasts to update current cost and current schedule information o Monitoring implementation of approved changes as they occur
  • 17. Project Closure  The activities of the closing phase serve the formal completion of a project and they include such activities like the relief of the project manager, an analysis of the project (lesson learned, supplier assessment), the organization of the transition of project results into the live operation and if necessary, the resolution of the technical project infrastructure  Final phase of project lifecycle where all deliverables are finalized and formally transferred, and all documentation is signed off, approved, and archived.  It include closure of procurements process which involves administrative activities such as finalizing open claims, updating records to reflect final results, and archiving such information for future use  The project closure process ensures that: o All work has been completed according to the project plan and scope. o All project management processes have been executed. o You have received final sign-off and approval from all parties.
  • 18. Quiz 3 1. What are the activities involved in project closure?
  • 19.  PMI has divided the large field of project management into 10 more digestible parts, which it calls the 10 project management knowledge areas in its A Guide to the Project Management Body of Knowledge (PMBOK).  Project management knowledge areas coincide with the process groups, which are project initiation, project planning, project execution, monitoring and controlling, and project closing which takes take place during any of these process groups.  The knowledge areas are the core technical subject matter, which are necessary for effective project management.
  • 21. Quiz 4 1. List all of the 10 knowledge areas